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Competitive Intelligence on Non-Alc Beverages to Help Make Key Business Decisions
Competitive Intelligence on Non-Alc Beverages to Help Make Key Business Decisions Dear Beverage Exec: BBI is the e-mail newsletter that gives you the info you need to keep up with the latest trends in the dynamic world of non-alcoholic beverages. Keeping a sharp focus on innovation and on the competitive landscape helps ensure business success. Beverage Business Insights is your #1 source for this information. Join the many plugged-in readers who get critical up-to-date info about this dynamic business segment . BBI helps you to separate the news from the noise. With so much action, you need a timely, accurate and insightful guide to help you in your investment decision-making process. BBI readers got first looks at new distribution opportunities for new brands like Calypso Lemonade, Sparkling Ice and Neuro functional drinks, as well as efforts by beer distributors around the country to develop sustainable non-alc beverage businesses. BBI gives you frequent updates of scanner data in measured channels, showing category growth and pricing trends. What's more, BBI has long been the most reliable source of info on up-and-coming brands setting up their DSD plans, the channel conflicts that may arise in this new world of hybrid distribution, as well as the contract issues that have kept some brand owners outside the DSD system. BBI also has kept a close watch on intriguing moves by major beverage players & investors in this space, including Coca-Cola's Venturing & Emerging Brands unit and Pepsi's innovation cluster at its Naked Juice unit. -
Announcements
ANNOUNCEMENTS Harvard-Newcomen Postdoctoral Fellowship in Business History $46,000 The Harvard Business School and the Newcomen Society of the United States announce a postdoctoral fellowship in business history to support twelve months of study, teaching, and research at the Harvard Business School for the academic year 1999-2000. The fellowship is open to schol- ars who within the last ten years have received the Ph.D. in history, eco- nomics, or a related discipline. The Fellowship has two purposes. The first is to enable scholars to engage in research that will benefit from the resources of the Harvard Business School and the larger Boston scholarly community. At least one- half of the Fellow's time will be available for research of his or her own choosing. A travel fund, a book fund, and administrative support will be provided. The second purpose is to provide training and experience in teaching. Approximately one fourth of the Fellow's time will be devoted to participat- ing in the Business History Seminar and auditing the business history cours- es offered in the first and second years of the MBA curriculum. He or she will have the opportunity to participate in some aspect of the teaching of these courses. Harvard Business School expects to be recruiting faculty for these courses in the near future. The successful candidate will also contribute up to one fourth of the post- doctoral year to the editorial activities of the Business History Review. The selection committee, which will be composed of the five business his- torians at the School, will make its award to the applicant with the most out- standing potential. -
Fall 2013 Cover Without Flap.Indd
THE MAGAZINE OF RHODES COLLEGE FALL 2013 A Galaxy Renovated science facilities of Potential promise to attract the best and brightest. THE FUTURE UNFOLDS Plans for the renovation of Rhodes Tower include new labs, classrooms, offi ces, and physical plant improvements. An architect’s cutaway illustrates the range of potential uses for the six-story, 21,660-foot space. FALL 2013 VOLUME 20 • NUMBER 3 is published three times a year by Rhodes College 2000 N. Parkway Memphis, TN 38112 as a service to all alumni, students, parents, faculty, staff, and friends of the college. Fall 2013— Volume 20, Number 3 EDITOR Lynn Conlee GRAPHIC DESIGNERS Larry Ahokas Robert Shatzer PRODUCTION EDITORS Jana Files ’78 Carson Irwin ’08 Charlie Kenny Ken Woodmansee CONTRIBUTORS Lauren Albright ’16 Richard J. Alley Justin Fox Burks Julia Fawal ’15 8 Jim Kiihnl Michelle Parks A Message from the President Jill Johnson Piper ’80 P’17 4 Elisha Vego EDITOR EMERITUS 6 Campus News Martha Shepard ’66 Briefs on campus happenings INFORMATION 901-843-3000 30 Student Spotlight ALUMNI OFFICE 1 (800) 264-LYNX Faculty Focus ADMISSION OFFICE 34 1 (800) 844-LYNX Rhodes Tower Alumni News Photo illustration by Larry Ahokas 36 Photo by Jim Kiihnl Class Notes, In Memoriam The 2012-2013 Honor Roll of Donors 2 FALL 2013 • RHODES rhodes.edu 75 16 8 Situating Beloved Texts : 16 By Design: A Trip to Berlin Impacts Search Faculty Full Renovation to Enhancing the liberal arts experience—this time for Transform Rhodes Tower professors! With its quirky architectural history and planned renovation, 75 Rhodes and Beyond Rhodes Tower tells the tale Tucked between Alumni News and the Honor Roll lies of two centuries in science a special story about a growing college treasure. -
Coffee Wars 28 OTTOBRE 201728 OTTOBRE
INCHIESTA Coffee Wars BARISTI SUPERSTAR, ALAMBICCHI, SHOWBREWING: LA NUOVA MANIA GLOBALE DELLO SLOW COFFEE È HIPSTER E ANGLOSASSONE. MA, IN TEMA DI CAFFÈ, L’ITALIA HA ANCORA MOLTO DA DIRE AL MONDO Foto di fotografo Foto di fotografo di Laura Traldi D 66 28 OTTOBRE 2017 28 OTTOBRE 2017 D 67 INCHIESTA Blue Bottle a Oakland. Sotto, il coffee bar per il co-working Timber Yard a Londra. più giovani ad ascoltare Spotify ma ad acquistare vinili, a farsi selfie con lo smartphone sognando le polaroid. La chiamano Third Wave, la terza ondata. Quella della tazza “artigianale”, realizzata con chicchi raccolti in fattorie sosteni- bili e preparata da baristi che gestiscono con maestria miscele, «questo ha un gusto floreale, quasi tropicale, un’acidità tostatura, pressione e durata dell’estrazione. È lo Slow Coffee, pronunciata». Il linguaggio è da enologo ma il liquido che estratto con macchinari dei tempi dei nonni (come il syphon, il barista versa nel bicchiere è nero e fumante. Nell’angolo la Chemex, il Toddy per il cold-brew, la moka nostrana) o in- QSlow Coffee del neonato flagship di Lavazza a Milano, a due ventati più recentemente (come l’aeropress o il cono V60 per passi dal Duomo, sembra di essere in uno di quei locali di il caffè filtro cioè il pour over, nati più o meno una decina di San Francisco o New York - pensate al Blue Bottle o Intel- anni fa). È il segmento caffè gourmet, per intenditori, in cui ligentsia - in cui per avere un caffè bisogna assistere a una rientra anche l’espresso, che sta infatti vivendo un momento performance di showbrewing. -
The Impact of Socially Conscious Initiative Announcements on Coffee Company Stock
Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2017 The mpI act of Socially Conscious Initiative Announcements on Coffee ompC any Stock Values Glenn Thomas Smith Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Finance and Financial Management Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral dissertation by Glenn Smith has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Steven Tippins, Committee Chairperson, Management Faculty Dr. David Bouvin, Committee Member, Management Faculty Dr. David Cavazos, University Reviewer, Management Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2017 Abstract The Impact of Socially Conscious Initiative Announcements on Coffee Company Stock Values by Glenn Thomas Smith MA, City University, 2009 BS, City University, 2005 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University July 2017 Abstract Stockholders invest billions of dollars in the purchase of new corporate coffee stock while producers of these commodities exist in poverty of developing nations. Corporate managers may miss the opportunities for offering humanitarian aid if potential stockholders do not know of corporate social change initiatives. -
Book Notes: Reading in the Time of Coronavirus
Book Notes: Reading in the Time of Coronavirus By Jefferson Scholar-in-Residence Dr. Andrew Roth On Leadership: Part 1 "You were right, and I was wrong." -Abraham Lincoln On July 13, 1863 President Abraham Lincoln wrote a letter to a Union General he had not previously met to express his “grateful acknowledgment for the almost inestimable service you have done the country.” He noted that he had disagreed with the General’s tactics, for he thought the General should have marched south for when “you turned Northward… I feared it was a mistake.” Ulysses S. Grant’s victory at Vicksburg turned the tide of war in the Union’s favor. A grateful President concluded his letter by saying, “I now wish to make the personal acknowledgment that you were right, and I was wrong. Yours very truly, A. Lincoln.” [1] It takes a person combining two unlike traits to generously acknowledge another’s superior judgment. Those traits are great self-confidence tempered by humility. Great self-confidence tempered by humility is a combination so rare that, like sightings of the Eastern bluebird, one looks two or three times to ensure it is not an illusion. Who among our current national leaders possesses such sterling qualities? Like Diogenes, I fear we may search in vain, for leadership is never so conspicuous as by its absence. In the Jefferson Educational Society’s recent Erie & Crisis: Region Faces Unique Opportunity to Reimagine Itself, my colleagues and I pointed out the critical role leadership has played in protecting the American people during various periods of pandemic. -
DRAGONS DRINKING COFFEE South Korean and Chinese Coffee Cultures
Master’s Degree programme in Languages, Economics and Institutions of Asia and North Africa “Second Cycle (D.M. 270/2004)” Final Thesis DRAGONS DRINKING COFFEE South Korean and Chinese coffee cultures Supervisor Prof. Daniela Rossi Assistant Supervisor Prof. Franco Gatti Graduand Fabio Palanza Matriculation Number 857649 Academic Year 2016/2017 INDEX 论文提要 ..................................................................................................................................... 3 THE SOUTH KOREAN COFFEE MARKET ........................................................................................ 7 1.1 CHAPTER OVERVIEW ........................................................................................................... 7 1.2 HISTORY OF COFFEE IN SOUTH KOREA ............................................................................... 8 1.2.1 The introduction of Coffee in Korea ............................................................................. 8 1.2.2 The role of Starbucks Coffee in giving a new shape to the Korean Coffee market.... 11 1.3 THE RISE OF KOREAN COFFEE HOUSES ............................................................................. 13 1.3.1 Korean consumers prefer Specialty coffee chains ..................................................... 13 1.4 KOREAN MAIN COFFEE CHAINS: CAFFE’ BENE, EDIYA COFFEE ......................................... 16 1.4.1 CAFFE’ BENE ............................................................................................................... 16 1.4.2 EDIYA COFFEE -
Corporate Social Responsibility and the Expanding Role of Business in Society”, Presented by Kathryn Hamel, Candidate for The
GOVERNING CORPORATIONS: CORPORATE SOCIAL RESPONSIBILITY AND THE EXPANDING ROLE OF BUSINESS IN SOCIETY A THESIS IN Sociology Presented to the Faculty of the University of Missouri – Kansas City in partial fulfillment of the requirements for the degree MASTER OF ARTS by KATHRYN MARION HAMEL B.A., Truman State University, 2013 Kansas City, Missouri 2018 2018 KATHRYN MARION HAMEL ALL RIGHTS RESERVED GOVERNING CORPORATIONS: CORPORATE SOCIAL RESPONSIBILITY AND THE EXPANDING ROLE OF BUSINESS IN SOCIETY Kathryn Hamel, Candidate for the Master of Arts Degree University of Missouri-Kansas City, 2018 ABSTRACT This thesis explores the evolving role of business in society and the recent development of corporate social responsibility (CSR) programs, in order to form a greater understanding of the changing nature of contemporary capitalism and the potential for new forms of corporate power. By analyzing the growth of the modern corporation and the discursive construction of its responsibilities to society over the course of the past three centuries, this study provides a historical framework to foreground a critical examination of one specific corporation – Starbucks. Applying both situational and critical discourse analyses, the study uses data collected from Starbucks CSR reports and press releases to illustrate the way in which many companies are acting out their social responsibilities today. Specifically, I ask: How does Starbucks frame and conduct its efforts? Who and what are being addressed? How does this serve to further the interests of the company? In answering these questions, the thesis illuminates the capacity for CSR to serve as a tool for corporations to gain control in areas such as global governance and sustainable development, as well as to improve their position in the market. -
Mcdonald's Corporation
MH0037 1259420477 REV: SEPTEMBER 14, 2015 FRANK T. ROTHAERMEL MARNE L. ARTHAUD-DAY McDonald’s Corporation SEPTEMBER 1, 2015. Steve Easterbrook walked into his office in McDonald’s corporate headquar- ters. He had finally achieved his dream of becoming chief financial officer (CEO) at a major Fortune 500 company, but somehow he had expected it to feel better than this. Don Thompson, the former CEO who had recently “retired” had not been just his boss, but his friend. They had both started their careers at McDonald’s early in the 1990s and had climbed the corporate ladder together. He had not taken personal joy in seeing either his friend or his company fail. Rather, Easterbrook had fantasized about inheriting the company at its peak and taking it to new heights—not finding the corporate giant on its knees in desperate need of a way to get back up. The company’s troubles had snowballed quickly. In 2011, McDonald’s had outperformed nearly all of its competitors while riding the recovery from a deep economic recession. In fact, McDonald’s was the number-one performing stock in the Dow 30 with a 34.7 percent total shareholder return.1 But in 2012, McDonald’s dropped to number 30 in the Dow 30 with a –10.75 percent return. The company went from first to last in 12 brief months (see Exhibits 1 and 2). In October 2012, McDonald’s sales growth dropped by 1.8 percent, the first monthly decline since 2003.2 Annual system-wide sales growth in 2012 barely met the minimum 3 percent goal, while operating income growth was just 1 percent (compared to a goal of 6 to 7 percent).3 Sales continued to decline over the next two years. -
HARVARD UNIVERSITY Make Our Lives Easier and Our Economy More Efficient Are No Longer up to the September 25, 7:10 Pm | Baltimore Orioles Task
HARVARD CLUB OF BOSTON BULLETIN SEPTEMBER 2018 Members enjoyed our annual Roofdeck Party at One Federal Street, this year with a “flamingos and pineapples” theme PRESIDENT’S GENERAL MANAGER’S LETTER LETTER Dear Members, Dear Members, I hope you had a relaxing and One of our key initiatives over the enjoyable summer. I had a great past several years has been to create time chatting with many of you at a work culture where our employees several Club events, including the have the opportunity to grow and Tanglewood excursion and our develop. To that end, I am pleased summer roof deck party at One to inform you of several personnel Federal Street. changes that will take place in the coming months. As we begin a new fiscal year at the Harvard Club of George Durant retired from the Club on August 1. Boston, I am pleased to report that on many fronts we George has worked for the Club for 44 years. We are in are in very good shape. We have welcomed many new the planning stages of a special luncheon to honor his members, event attendance is way up, and the Club is on years of service and we will inform you of the date as solid ground financially. Our member demographics are soon as it is confirmed. changing, as well, reflecting the successful efforts of our marketing, event programming, and membership efforts. Our Downtown Clubhouse Manager, Carol Bliss, has Several members have commented on the growing accepted the position of General Manager/COO of the number of younger members and a renewed sense of Chilton Club. -
The Pursuit of Sustainable Competitive Advantage
The Pursuit Of Sustainable Competitive Advantage - A Profile of the Starbucks Corporation - Authors: Benjamin Adam White 19810322- T233 Ettore Moraschinelli 19851009-T138 Advisor: Jean-Charles Languilaire Mälardalens högskola School of Sustainable Development of Society and Technology (HST) Master Thesis in International Business and Entrepreneurship EFO705 Date: May 29, 2009 Abstract Title: The Pursuit of Sustainable Competitive Advantage – A Profile of the Starbucks Corporation Authors: Benjamin Adam White & Ettore Moraschinelli Advisor: Jean-Charles Languilaire Date: 2009 May 29 Program: International Business and Entrepreneurship Purpose: To study sustainable competitive advantages using Starbucks as a case study. Methods: The qualitative method was utilized to collect the secondary data used in this type of thesis, being a case study. This approach applied to both the theories used in the analysis as well as the empirical data about Starbucks. Conclusion: Nothing is sustainable in business including a company’s such as Starbucks competitive advantages. It is the pursuit of the utopian idea of sustainable competitive advantages that can actually be sustained. This approach does not guarantee success, but important components of a company’s pursuit are their leadership, innovative nature and relationship management. Accordingly these theories do not cover all aspects or offer a full explanation of Starbucks success. Therefore, it is recommended for others to research Starbucks using different theories and perspectives in order to draw -
Defining and Creating Value
BUSINESS OF REGENERATIVE MEDICINE Defining and Creating Value Hosted by the Harvard Stem Cell Institute Harvard Business School, Boston MA July 15–16, 2019 BUSINESS OF REGENERATIVE MEDICINE Defining and Creating Value Agenda 2 Keynote speaker biographies 6 About the organizers 10 Sponsors 12 Venue information 18 Notes 19 The BRM meeting series is organized and managed collaboratively by: • Harvard Stem Cell Institute • National Center for Regenerative Medicine, Case Western Reserve University • Centre for Commercialization of Regenerative Medicine • Parker H. Petit Institute for Bioengineering and Bioscience, Georgia Tech • Institute for Regenerative Medicine and Center for Cellular Immunotherapies, University of Pennsylvania Cover image: Douglas Melton’s laboratory at Harvard University is developing a cell therapy for patients with type 1 diabetes by converting stem cells into insulin-producing beta cells. The proceedings of this conference will be captured by photography for the exclusive use of the Harvard Stem Cell Institute. By participating in the conference, you consent to having your image captured, unless you specify otherwise. Program information is online at brm2019.hsci.harvard.edu #BRM2019 KEYNOTE SPEAKERS Mark Fishman, M.D. Nancy Koehn, Ph.D. Sangeeta Bhatia, George Church, Ph.D. Harvard Stem Cell and Harvard Business School M.D., Ph.D. Harvard Medical School Massachusetts Institute Regenerative Biology “Leadership in high- “The future of of Technology/ Brigham risk environments” regenerative medicine: “A shared mission: and Women’s Hospital discovery, the intersection of development, “Tiny technologies: Big genetic engineering repeatability, and impact” and cell therapy” commercialization in academia and business” 1 AGENDA All sessions are held in Aldrich Hall 112 at Harvard Business School, unless otherwise noted.